member PersPectives
gadabout salonspa's performance review process evolves over
the years as employees spend more time with the company.
this is that it will take out the personal element. But it primarily comprising guests staying at the Cliff House
did the opposite, actually, by allowing you to collab- resort.
orate with someone in Florida, in California, in
Virginia.
Prior to 2016, The Spa at Cliff House used an
extremely traditional performance review structure,
“The world today is very global,” adds Park. “I think
wherein employees met with spa leadership annually
it’s important to have aspirational goals, and I think and were given a score of one to five in various
we’ve made huge inroads in having people feel like categories.
they’re not just stuck at this one hotel, in this one spa,
doing this one thing for the rest of their days.”
To deepen employee engagement, the spa’s current
system features no rating system and focuses on
goals, according to Director of Spa & Wellness Dawn
getting creative at a boutique resort Page. “We meet each employee where they’re at and
One trick to getting employees excited for help them discover their goals, then create pathways
performance reviews: stop focusing on the past and to achieve those goals. Each quarter, we check back in
focus on the future instead. to see how those goals are progressing. It’s more of a
That’s the approach that was taken by The Spa at
goal-setting process than a performance-rating
Cliff House, located on the shores of the Atlantic in process.” The meetings are conducted quarterly and
Cape Neddick, Maine. This 9,000-square-foot spa has include the employee, their direct supervisor and
approximately 65 team members, serving a clientele Page.
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